Sunteți pe pagina 1din 18

1

Academia de Studii Economice


Facultatea de Marketing





Logistica i servirea clienilor
- Strategii de servire -



Ciobanu Ioana
An II, seria A
Grupa 1715


Bucureti 2014
2

Cuprins

1. Abstract...................................................................................................pag. 3
2. Logistica: evoluie i concept.................................................................pag. 4
3. Logistica de pia....................................................................................pag. 5
4. Mixul activitilor logistice....................................................................pag. 6
5. Conceptul de servire a clienilor...........................................................pag. 7
6. Componentele servirii clienilor...........................................................pag.9
7. Importana servirii clienilor................................................................pag.10
8. Strategii de servire logistic a clienilor..............................................pag.11
9. Concluzii................................................................................................pag. 17
Bibliografie











3

Abstract

Recenta dezvoltare a pieelor de bunuri si servicii a adus cu sine creterea nevoii de
individualizare a firmei, dar i cea a atragerii i pstrrii clienilor, n condiiile concureniale
actuale.
Comunicarea de marketing prin componentele sale ajut la crearea i consolidarea imaginii
companiei n mintea consumatorului, ns pstrarea acesteia cade n sarcina celor care se ocup
de partea fizic a unei afaceri.
Pe lng importana vnzrii pe pia a unor produse corespunztoare nevoilor, cerinelor i
aspiraiilor clienilor poteniali, trebuie avute n vedere i activitatea logistic din cadrul firmei,
component principal a lanului de aprovizinare i livrare.
Servirea clienilor este ramura logisticii care influeneaz probabil n cea mai mare msur
modul n care imaginea personal a consumatorului fa de companie se schimb n bine sau ru
sau ramne neschimbat.
Este greu de crezut, de exemplu, c o companie cu o activitate de comunicare de marketing
agresiv i ampl va rmne cu imaginea oferita de aceasta n urma experienelor negative ale
clienilor n legtur cu servirea lor. Valid este i situaia opus: chiar dac nu beneficiaz de o
promovare intens, o firm poate ctiga definitv clieni prin modul de servire a acestora.
Aceast lucrare dorete s sublinieze aspectele de baz ale activitii de servire a clienilor din
cadrul logisticii, att prin sintetizarea noiunilor teoretice existente ct i prin exemplele practice
identificate.









4

Logistica: evoluie i concept

Logistica a cunoscut de-a lungul timpului, n Statele Unite, o evoluie definit de profesorul
Donald J. Bowersox ca avnd urmtoarele etape:
1. Coordonarea operaiunilor: Scopul acestei prime etape era de a asigura n timp util
servicii clienilor, n condiiile eficientizrii costurilor. Aceast etap presupunea
coordonarea distribuiei fizice i implicit ale activitilor de transport, stocare i preluare
de comenzi.
2. Regruparea personalului: Se concretizeaz prin regruparea resurselor umane implicate n
activiti logistice cu scopul creterii eficienei conducerii activitilor de distribuie fizic
i management al materialelor.
3. Logistica integrat: Descrie deplasarea mrfurilor prin lanuri cu verigi consecutive
pentru a livra produsele la momentul i locul potrivit, n cantitatea i condiia adecvat.
4. Logistica strategic: Concept aprut n anii 90, are scopul obinerii avantajului
competitiv prin utilizarea competenelor logistice i a parteneriatelor formate n cadrul
canalului de marketing.
Aceast evoluie istoric a logisticii s-a pstrat i pe alte piee, diferene constnd n definirea
acestor etape.
Conceptul de logistic a fost definit pentru prima oar de ctre Council of Logistics
Management: logistica este un proces ce const n planificarea, realizarea i controlul fluxului i
stocrii eficiente i eficace a materiilor prime, produselor n curs de prelucrare, produselor finite
i informaiilor conexe, de la punctul de origine pn la punctul de consum, cu scopul adaptrii la
cerinele consumatorului.
Ronal H. Ballou susine ns c aceast definiie are anumite puncte slabe, identificate de ctre
acesta ca fiind:
1. Eliminarea serviciilor: autorul susine c dei definiia exclude aparent serviciile din sfera
de aciune a logisticii, acestea pot beneficia de avantajele managementului logistic.
2. Extinderea responsabilitilor logisticienilor in cadrul produciei: Logisticianul nu este
implicat in activiti de producie, de control al produselor i al calitii operaiunilor sau
de programare a utilajelor.
3. Includerea ntre responsabilitile logisticianului a activitii de ntreinere: Logisticianul
se ocup doar de fluxurile de mrfuri dinspre sau nspre firma sa.
Carmen Blan, Logistica parte integrant a lanului de aprovizionare-livrare ed. Uranus, 2006, p. 20
www.britannica.com, Council of Logistics Management
Ronald H. Ballou, Business Logistics Management, ediia a 3a, ed. Prentice Hall International, 1992
5

Logistica de pia i structura sistemului logistic

Philip Kotler definete logistica de pia ca planificarea infrastructurii necesare pentru
satisfacerea cererii, urmat de implementarea i controlul fluxurilor fizice de materiale i bunuri
finite, din punctul de origine ctre punctul de utilizare, n aa fel nct s fie satisfcute cerinele
clientului n condiii de profit. n acelai timp, delimiteaza patru etape ale realizrii logisticii de
pia:
1. Firma decide asupra propunerii valorice ctre clienii si: Ce standarde de livrare ar trebui
oferite?, Ce grad de precizie ar trebui atins pentru onorarea comezilor?, etc..
2. Se decide asupra configuraiei optime a canalului i a strategiei pentru abordarea
clienilor: Cum ar fi mai bine s se realizeze servirea?, Cu ce produse s se aprovizioneze i de
unde?, Cte depozite sunt necesare i unde ar fi bine s fie amplasate?, etc..
3. Se perfecioneaz competena operaional n materie de previzionare a vnzrilor, de
management al depozitelor, de management al transportului i de management al materialelor.
4. Se implementeaz soluia cu cele mai bune sisteme informaionale, cele mai bune dotri,
cele mai bune politici i cele mai bune proceduri.
Perspectiva logisticii de pia presupune i adoptarea unor decizii privind servirea clienilor, mai
ales prin prisma celor legate de prelucrarea i procesarea comenzilor. De exemplu, firmele tind
s ia masuri pentru reducerea duratei de timp scurs de la primirea comenzii pn la ncasarea
contravalorii mrfii; cu ct aceast durat este mai redus, cu att clientul este mai mulumit.
Virgil Balaure definete, pornind de la premiza c distribuia fizic este o component a
logisticii, structura sistemului logistic. Acesta este reprezentat prin urmtorul grafic:

Fluxul mrfurilor

FURNIZORI CLIENI

Fluxul informaiilor

Philip Kotler, Managementul Marketingului, ediia a 5a, ed. Teora, 2008
Virgil Balaure, Marketing,ediia a 2a, ed. Uranus, 2003
NTREPRINDERE

Aprovizionare
Activiti de susinere
Distribuie fizic
6

Mixul activitilor logistice


ndeplinirea scopului pentru care este desfurat activitatea logistic presupune realizarea unui
ansamblu de operaiuni intercorelate, care constituie mixul activitilor logistice.
Componentele acestui mix sunt influenate de o multitudine de factori, printre care se numr i:
1. Obiectul de activitate al firmei
2. Gradul de implicare n activiti logistice
3. Tipul i gama de produse oferite
4. Acoperirea teritorial vizat
5. Mediul offline sau online
Ballou include n mixul logistic dou tipuri de activiti: de baz i de susinere. Activitile de
baz sunt cele care se realizeaz n orice canal logistic, spre deosebire de cele de susinere care
depind de factorii specifici prezeni n firm.
Realizarea mixului logistic i functionarea corect a acestuia au la baz nivelul de servire
logistic a clienilor, definit de anumite standarde importante pentru firm. Principalele activiti
prin care se asigur nivelul de servire logistic sunt:
1. Cercetarea clienilor actuali i poteniali cu privire la nevoile i cerinele acestora fa
de nivelul serviciilor logistice.
2. Stabilirea nivelului de servire logistic a clienilor sau diferenierea acestuia n funcie
de cerinele segmentelor de pia vizate de ctre companie.
3. Adaptare nivelului de servire logistic n funcie de evoluia cerinelor i nevoilor
clienilor.
Exemple de activiti de baz sunt:
- Cumprarea
- Transportul
- Prelucrarea comenzilor
- Gestiunea stocurilor
Activiti de susinere sunt:
- Depozitarea
- Manipularea produselor i mrfurilor
- Ambalarea


Carmen Blan, Logistica parte integrant a lanului de aprovizionare-livrare ed. Uranus, 2006, p. 27
Carmen Blan, Logistica parte integrant a lanului de aprovizionare-livrare ed. Uranus, 2006, pp. 27-
29
Ronald H. Ballou, Business Logistics Management, ediia a 3a, ed. Prentice Hall International, 1992, p.5
7

Conceptul de servire a clienilor

ntr-o noua pia cu un caracter competitive ridicat, servirea clienilor poate fi un mijloc
important de difereniere a firmei fa de competitorii si direci i de fidelizare a clienilor.
Acest mod de abordare aduce avantaje pe termen lung, spre deosebire de promoiile de genul
reducerilor de pre. De asemenea, politica de servire a clienilor este mai greu de copiat de ctre
competitor dect o politic de pre sau promovare.
Mai muli teoreticieni au incercat definirea conceptului de servire a clienilor, rezultnd mai
multe abordri ale aceluiai concept:
1. Servirea clienilor inseamn sa creezi in mintea consumatorului c firma ta este una
dintre cele cu care se pot face afaceri cu usurin.
2. Servirea clienilor se refer la asigurarea disponibilitii produselor pentru clieni.
3. Servirea clienilor este un ansamblu de activiti intercorelate i reprezint lanul
activitilor de vnzare i satisfacere a cerinelor clienilor, care ncepe cu primirea
cumenzilor i se ncheie cu livrarea produselor la clieni, n unele cazuri aprnd i
servicii post-vnzare.
4. Servirea clienilor reprezint procesul de oferire a unor beneficii semnificative n privina
valorii adugate, lanului de aprovizionare-livrare, ntr-un mod eficace din punct de
vedere al costurilor.
De-a lungul timpului, acest concept de servire a clienilor a devenit o combinare a tuturor
abordrilor, iar succesul i eficacitatea noului sistem de servire se datoreaz mbinrii
dimensiunii activitii firmei cu cea a nivelului de performan i a filozofiei manageriale. Astfel,
sunt avute n vedere simultan managementul servirii clienilor, importana satisfacerii nevoilor
consumatorilor i posibilitile de msurare.
Studiu de caz nr. 1
Fifteen years ago, I wrote about a major department store's customer service failure on a bed
delivery. My store experience was excellentknowledgeable salesman, great selection, good
prices, and a promise of fast delivery.But because the store was not involved in customer
delivery, and relied solely on its warehouse and carrier partners, my final-mile nightmare
destroyed the in-store experience and the sale. There was zero customer service oversight or
involvement. True, that was before we had smartphones or email, but we did have telephones.
Fast forward 15 years, and I am buying a chair. Same in-store customer service with Joe, a
knowledgeable, helpful, friendly, and funny salesman. A great sale price. Delivery? One month.
Carmen Blan, Logistica parte integrant a lanului de aprovizionare-livrare ed. Uranus, 2006, p. 55
8


Why? Because the chair comes from North Carolinalow inventory, build to order. I can relate
to that.
But I am compelled to share with Joe my bed delivery nightmare. After ribbing me about holding
a 15-year grudge, Joe assures me that this time it will be different. If I bought stuff more often,
he notes, I would know they are all over home delivery now.
So I buy the chair and mark my calendar one month out. Two weeks later, I get a phone call that
the store is ready to deliver the chairtwo weeks earlywith a choice of delivery times
at my convenience! And get this, they say once they commit, they will hit a 30-minute delivery
window. This does not happen in New York, where traffic materializes instantaneously.
On the morning of delivery, I get a cellphone call from the truck driver: "We're on the way; text
me if you need me." Two hours later, he calls to confirm the delivery time. Then a final call:
"We'll be there in 15 minutes."
And they were. The next day, I received a post-delivery call and email from the store to make
sure I was satisfied with the experience.
Sure, it's easy to outsource your customer service. But the use of new technology and tools
email, cellphones, social mediamake it even easier to stay involved, from order to final-mile
delivery, no matter what the shipment.
I'll be talking about my great customer service experience for the next 15 years. Wouldn't you
want your customers to say the same?
Sursa: http://www.inboundlogistics.com/cms/article/delivering-the-final-smile/, accesat la data
de 16 martie 2014.
Servirea clienilor este scopul i rezultatul ntregii activiti logistice desfurate de firm.
Nivelul acesteia are un impact direct asupra vnzrilor i implicit al profitului, dar duce i la
consolidarea i pstrarea pe termen lung a unei imagini favorabile despre companie. Astfel, este
n planul oricrei firme contiente de importana servirii s i imbunteasc i s i diversifice
modalitile de servire a clienilor, ca urmare a schimbrii nevoilor i cerinelor acestora.




9

Componentele servirii clienilor

Exist mai multe elemente ce defines servirea clienilor, iar acestea sunt stabilite n funcie de
etapa n care se afl o tranzacie ntre v,ztor i cumprtor. Astfel, aceste elemente au fost
mprite n trei categorii corespunztoare celor trei etape ale unei tranzacii:
1. Elemente pre-tranzacionale: Sunt legate de politicile firmei i constituie cadrul necesar
servirii clienilor. Principalele elemente de acest gen care faciliteaz dezvoltarea unor
relaii favorabile ntre parile implicate sunt declaraiile scrise, flexibilitatea sistemului,
programele de pregtire a clienilor, viteza de reacie a sistemului la situaii neateptate,
planurile de rezerv i structura organizatoric adecvat politicii de servire a clienilor.
2. Elemente tranzacionale: Sunt acele elemente ce apar chiar in derularea funciei logistice
propriu-zise. Printre acestea se numr disponibilitatea produselor, durata ciclului
comenzii, furnizarea informaiilor despe stadiul comenzii, corectitudinea executrii,
accesibilitatea efecturii comenzii de ctre client.
3. Elemente post-tranzacionale: Apar dup realizarea cumprrii i asigur obinerea
beneficiilor ateptate de ctre client. Aceast categorie include garaniile oferite,
instalarea, service-ul, nlocuirea pe durata reparaiei, returnarea, soluionarea
reclamaiilor i retragerea produselor defecte.
n general, cele mai vizibile elemente sunt cele post-tranzacie i cele pe care firma se bazeaz n
crearea unei impresii bune legate de servire. Acest lucru poate avea ca explicaie faptul c
firmele sunt contiente c pentru client este mult mai important ca produsul achiziionat s se
ridice la ateptrile sale dect alte aspecte. Clientul este n general mai preocupat de faptul c
poate plti pentru un produs care se poate strica, de exemplu, astfel c acord mai mult atenie
elementelor post-tranzacionale.
Dei predomin nc evaluarea servirii clienilor pe baza elementelor enumerate mai sus, tot mai
muli cumprtori ncep s pun accent i pe aspecte calitative precum:
1. Consecvena: Capacitatea firmei de a respecta durata timpului de livrare.
2. Flexibilitatea: Capacitatea firmei de a ndeplini cerinele neateptate sau speciale ale
clienilor.
3. Capacitatea de redresare: Puterea firmei de a gsi soluii adecvate n cazul funcionrii
necorespunztoare a canalului logistic.
4. Seriozitatea

Carmen Blan, Logistica parte integrant a lanului de aprovizionare-livrare ed. Uranus, 2006, p. 56
Carmen Blan, Logistica parte integrant a lanului de aprovizionare-livrare ed. Uranus, 2006, p. 58
10

Importana servirii clienilor

Nivelul de servire a clienilor influeneaz n mod direct vnzrile, costurile i implicit profitul
firmei. Tocmai din acest motiv, servirea clienilor este o component major a politicii logistice a
unei companii.
Studiile arat c servirea clienilor are o contribuie mai mare la cota de achiziii dect preul i
promovarea, contribuind direct la creterea vnzrilor.
Maximizarea vnzarilor printr-un nivel ridicat de servire nu inseamn i maximizarea profitului.
Un nivel de servire foarte nalt poate genera o cretere considerabil a costurilor. Este necesar
evaluarea costurilor pe care un anumit nivel de servire le genereaz, deoarece un anumit nivel
poate fi realizat n condiiile mai multor variante de mix logistic, i implicit, a mai multor
variante de cost.
Nivelul de servire a clienilor are rezulate si pe termen lung, avnd un rol important n pstrarea
i fidelizarea clienilor. Servirea clienilor este o ramur a firmei n care merit investit deoarece
fidelizarea obinut astfel duce la costuri de pn la de 6 ori mai mici dect cele generate de
atragerea de noi clieni.
Toate aceste aspecte prezentate succint justific impactul servirii clienilor asupra obiectivelor
economice ale firmei, astfel c acest aspect trebuie s fie un obiectiv prioritar pentru logisticieni.














11

Strategii de servire logistic a clienilor

Strategia de servire logistic a firmei este parte a strategiei logistice, iar prin deciziile sale
strategice, compania urmrete satisfacerea nevoilor i cerinelor clienilor n condiiile
maximizrii profitului.
Elaborarea strategiei de servire logistic se face parcurgnd urmtoarele etape interdependente:
1. Stabilirea nevoilor de servire logistic
2. Evaluarea propriei performane n domeniul servirii
3. Evaluarea nivelului de servire oferit de concureni
4. Proiectarea strategiei de servire logistic
n cadrul strategiei de servire, valoarea adugat perceput trebuie s fie corelat cu preul. n
funcie de legtura dintre aceste dou variabile se difereniaz urmtoarele tipuri de strategii de
servire logistic a clienilor, prezentate succinct n urmatorul tabel:

Strategie Caracteristici Aplicare
Orientarea spre nord Creterea valorii adugate
percepute, meninerea
constant a preului
Efecte positive precum
loializarea clienilor actuali i
atragerea celor noi. Se face
doar cu condiia reducerii
costurilor operaionale.
Orientarea spre est Meninerea valorii adugate
percepute, creterea preului
Efecte negative precum
scderea numrului de clieni
i a vnzrilor sau scderea
competitivitii. Apare n
situaie de monopol sau
evoluii inflaioniste.
Orientarea spre nord-est Creterea valorii adugate
percepute, creterea preului
Efecte dependente de raportul
dintre indicele de cretere a
valorii i cel de cretere a
preului. Se realizeaz n
concordan cu obiectivele de
marketing.
Orientarea spre sud Scderea valorii adugate Efecte negative mult mai
puternice dect cele ale
12

percepute, meninerea preului orientrii spre est, riscuri mari.
Apare n situaiile de
monopol.
Orientarea spre sud-est Scderea valorii adugate
percepute, creterea preului
Efecte negative precum
erodarea poziiei fa de
concureni. Apare n situaii de
monopol.
Orientarea spre vest Meninerea valorii adugate
percepute, scderea preului
Efecte pozitive precum
avantaj competitiv, loializare,
atragerea de noi clieni. Se
aplic fie n condiiile
valorificrii unor rezerve de
cretere a eficienei, fie a
reducerii marjei de profit pe
produs.
Orientarea spre sud-vest Scderea valorii adugate
percepute, scderea preului
Efecte dependente de
segmentele de pia vizate,
posibil deteriorare a imaginii.
Presupune existena unui
obiectiv de marketing de
penetrare pe segmente de pia
cu exigene reduse.
Orientarea spre nord-vest Creterea valorii adugate
percepute, scderea preului
Efecte positive precum
loializarea clienilor, atragerea
celor noi, creterea vnzrilor
i a profitului. Condiionat de
existena unor rezerve
nevalorificate de reducere a
costurilor i/a marjei de profit.

Studiu de caz nr. 2
Saatva sells its luxury mattresses exclusively online, and while the notion of buying a mattress
you haven't tested strikes some as odd, Rudzin, the company's CEO, notes that vendors have
been selling such products by phone and infomercial for decades. Saatva sweetens the deal with
a 30-day home trial, accepting returns at no charge beyond the original delivery fee.
Based in Westport, Conn., with a second office in Austin, Texas, Saatva makes its products in

Carmen Blan, Logistica parte integrant a lanului de aprovizionare-livrare ed. Uranus, 2006, p. 77
Carmen Blan, Logistica parte integrant a lanului de aprovizionare-livrare ed. Uranus, 2006, p. 80
13


seven factories across the United States, and holds inventory in 18 distribution hubs. The
company trains everyone who works in those locationsfrom customer service reps to
warehouse staffto treat customers with the utmost courtesy. The training ensures that no
matter which Saatva employee a customer encounters on the phone or through the online chat
tool, the conversation will maintain the same cordial tone.
Although the Internet permits fully automated transactions, any customer who clicks "Add to
Cart" on Saatva's site also gets to talk with a friendly employee. During the first contacta
phone call that comes within 48 hours of the salea customer service rep thanks the customer
for the order and checks the details of the transaction, ensuring they ordered the correct size and
height. The rep also explains when to expect delivery, depending on the customer's location.
Saatva uses two kinds of white glove transportation firms to deliver its products. NVC Logistics
Group, headquartered in Rockleigh, N.J., handles long-distance deliveries throughout the
country. A variety of mid-sized and smaller companies deliver to customers within easier reach
of Saatva's facilities.
One of those regional partners is Tuscany 3PL, a furniture delivery specialist based in Fort
Lauderdale. It handles Saatva's distribution in Florida and Michigan, and, as of late 2013, was
scheduled to add several sections of Ohio, the Pittsburgh area, and North Carolina. Most of
Tuscany's facilities serve a radius of more than 200 miles.
When a customer in one of Tuscany's territories orders from Saatva, the third-party logistics
(3PL) provider receives an e-mail, and an employee enters the data into the company's
warehouse management system. "Then we receive the order, inspect the product, contact the
customer, and schedule a convenient delivery time," says Saatva President Scott Decubellis.
Just as Rudzin and his team want to get service reps talking to customers after the sale, they also
want their transportation partners to make delivery arrangements by phone, rather than by e-
mail. Personal contact makes it easier for customers to offer special instructions, such as how
best to negotiate a narrow road.
Those phone calls also nurture a relationship. "Simply dropping off a great product isn't enough
to win customer loyalty," Rudzin says. "We want customers to get to know us, and feel the
warmth and courtesy with which we operate."
That courtesy also applies during Tuscany's delivery process. Members of the company's two-
person teams wear white gloves, as well as booties, to protect the product and customers' homes.
Drivers treat homes with respect as they carry in beds, set them up, and remove old mattresses.
"If customers have wood floors, for example, we blanket the floors throughout the house,"
Decubellis says.
14

Sursa: http://www.inboundlogistics.com/cms/article/customer-service-delivering-the-royal-
treatment/ accesat la data de 16 martie 2014.

Studiu de caz nr. 3
At Portakabin, customer service is key during the process of buying or hiring a building, from a
single office building to a complete school or medical centre. The importance of good customer
service can be seen at all stages, beginning with the initial customer's enquiry, followed by a
quotation and the drawing up of contracts. It continues with the delivery of the product and the
after-sales service. Portakabin has unique Customer Charters for its sales and hire customers.
These set out, in detail, the high levels of service that customers can expect. These include:
completion of every project on time and to the agreed contract sum
a service response within 24 hours from the customer services team
picking up the phone within four 'rings' - and by a person, not an automated system
a response or visit within 24 hours of a request
to be included in the customer care programme.
Sursa: http://businesscasestudies.co.uk/portakabin/the-importance-of-excellent-customer-
service/market-research-how-to-find-out-if-customers-are-happy.html#axzz2wQCOblDo accesat
la data de 16 martie 2014.

Studiu de caz nr. 4
Hyundai Merchant Marine is an integrated logistics company, operating more than 40 sea
routes to over 100 ports of call. HMM also offers state-of-the-art B2B products for enhanced
supply chain visibility.
Charming Shoppes, Inc. (CSI) is the umbrella company for three well-known ladies apparel
companies Lane Bryant, Fashion Bug, and Catherines Plus Sizes. The company is recognized
for its celebration of the lives and fashion images of women wearing plus sizes.
Speed to market is important in fashion, so garment importers have to be demanding customers.
But in todays fast-paced, electronic environment, customer service is often not a top priority for
many companies. That is not the case in the partnership between CSI and its logistics partner,
Hyundai Merchant Marine (HMM).
15

HMMs customer service team is responsive and attentive to the movement of our cargo, and
they address our concerns immediately, says Laurie Everill, director of international trade
logistics and compliance for CSI.
HMM is an integrated logistics company, operating approximately 160 state-of-the-art vessels.
HMM offers a worldwide global service network, diverse logistics facilities, leading IT shipping-
related systems, and a professional, highly trained staff. HMM uses its extensive resources to
collaborate strategically with global consumers and vendors of ocean transportation and
logistics services.
Sursa: http://www.inboundlogistics.com/cms/article/hyundai-merchant-marine-(hmm)-plus-
sized-customer-service/ accesat la data de 16 martie 2014.

Studiu de caz nr. 5
To serve customers quicker, eBay launched eBay Now, offering same-day delivery in New York,
Chicago, San Francisco, Dallas, and London.
Amazon has taken a slightly different shipping/shopping approach. Partnering with the U.S.
Postal Service enables Amazon to leverage underutilized weekend capacity and offer Sunday
delivery in the New York and Los Angeles markets. The company plans to expand the offering in
2014.
Further stoking the hope to serve customers quicker, Amazon Air plans drone delivery of
packages weighing up to five pounds (which accounts for 80 percent of Amazon shipments). Ten
years ago, Inbound Logistics envisioned the possibility of drone-driven deliveries. Except for the
direct-to-home example, the Amazon video is oddly similar.
Jeff Bezos revealed Amazon's drone-driven delivery plan during an exclusive 60
Minutesinterview, coincidentally timed between Black Friday and Cyber Monday. Beyond the
inherent publicity factor in the Amazon Air plan, Bezos says Amazon's success is based purely on
customer service. It's why Amazon keeps prices so low that stockholders receive light dividends,
why it spends millions building DCs nearest to customer clusters, why it continuously invests in
technology such as Kiva, and why it envisions drones making deliveries. Receiving orders
quickly and cheaply is just what the customer wants.
Not to be outdone by Amazon, Google got press coverage a few days later in a New York
Times article revealing an advanced investment in robotics. According to the "specialists"
interviewed in the article, supply chain automation is an obvious target of the effort: "Perhaps
16

someday there will be automated delivery to the doorstep, which is now dependent upon
humans."
Sursa: http://www.inboundlogistics.com/cms/article/visions-of-customer-service/ accesat la data
de 16 martie 2014.




















17

Concluzii

Exist mai multe tipuri de strategii de servire logistic a clienilor, n funcie de legtura dintre
valoarea adugat i preul pltit.
Aceste strategii tip variaz in funcie de elementele componente ale servirii clienilor utilizate i
difer de la firm la firm, fiind foarte greu de copiat.
Strategiile trebuie adaptate periodic, n funcie de schimbrile survenite la nivelul preferinelor,
nevoilor i cerinelor clienilor.
Pe o pia cu caracter concureial proeminent, adoptarea unei strategii de servire logistic a
clienilor poate duce la obinerea avantajului competitive i la creterea gradului de fidelizare a
clienilor.














18

Bibligrafie

1. Carmen Blan, Logistica parte integrant a lanului de aprovizionare-livrare -, ediia a
3a, ed. Uranus, 2006

2. Philip Kotler, Managementul Marketingului, ediia a 5a, ed. Teora, 2008

3. Virgil Balaure, Marketing,ediia a 2a, ed. Uranus, 2003

4. Ronald H. Ballou, Business Logistics Management, ediia a 3a, ed. Prentice Hall
International, 1992

5. www.britannica.com:
http://www.britannica.com/EBchecked/topic/346422/logistics accesat la data de 17
martie 2014

6. Delivering the final smile [online]
http://www.inboundlogistics.com/cms/article/delivering-the-final-smile/ accesat la data
de 16 martie 2014

7. Delivering the royal treatment [online]
http://www.inboundlogistics.com/cms/article/customer-service-delivering-the-royal-
treatment/ accesat la data de 16 martie 2014.

8. How to find out if customers are happy [online]
http://businesscasestudies.co.uk/portakabin/the-importance-of-excellent-customer-
service/market-research-how-to-find-out-if-customers-are-happy.html#axzz2wQCOblDo
accesat la data de 16 martie 2014.

9. Plus sized customer service [online]
http://www.inboundlogistics.com/cms/article/hyundai-merchant-marine-(hmm)-plus-
sized-customer-service/ accesat la data de 16 martie 2014.

10. Visions of customer service [online]
http://www.inboundlogistics.com/cms/article/visions-of-customer-service/ accesat la data
de 16 martie 2014.